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Handbook
Establishing and maintaining
positive safety management practices
in the work place
3rd Edition
Safety CANNOT
be compromised
The IFA Safety Handbook has been designed
as a practical guide for managing safety in the
fertilizer industry.
Divided into three sections, the Handbook begins with a
description of major guiding principles behind positive safety
management, before moving on to outline the specific processes
needed to manage safety, and finishes with best practice
guidance for day-to-day safety management.
This publication is the result of a collaborative effort by the IFA
Technical Committees working group on safety, health and
environment (SHE), and was designed to support the IFA SHE
Principles, which are included at the back of the Handbook.
Intended for frequent reference by all management and line
employees, this guide provides a structured framework with which
to develop and maintain a coherent safety management system.
On behalf of the International Fertilizer Industry Association,
I would like to wish you the very best in using this handbook to
continuously develop and build on your safety practices and to
achieve the highest levels of safety excellence that characterize
the modern fertilizer industry.
Charlotte Hebebrand
Director General
International Fertilizer Industry Association (IFA)
Principles
The need for positive safety management
Processes
Establishing positive safety management
Guidance
Day-to-day positive safety management
Guide Onglet
Page suivant (2 ctes)
Nimprimez pas
Principles
SA
FE
w
Lo
co
st
en
an
ce
Product quality
H o us eke epi mg
Ha
pp
y
Principles
Profits
TY
cu
m
sto
ers
Pla
n t ava i l a b i l it y
n
ai
Safety is Integral
to Success
Safety is a key component for any organization that
wants to have a sustainable profitable operation.
Injuries to employees and breaches to the environment all harm the reputation
and the profitability of both individual member companies and that of our
entire industry.
Equally important is the impact of the accident on injured persons and their
families, friends and colleagues.
[ Put yourself in the situation where an injury might
result in permanent harm to you... consider the
limitations that this would impose on you and your family. ]
For these reasons it is essential that we all work together towards achieving the
goals of:
ZERO injuries;
Page 1
Profits
SA
FE
Lo
co
st
H o us eke epi mg
ce
an
Product quality
SUCCESS
depends on
LEADERSHIP
and
COMMITMENT
en
pp
Ha
cu
o
st
ers
TY
Pla
n t ava i l a b i l it y
n
ai
Leadership
from the Top
Effective health and safety performance comes from the
top; collectively and individually.
Over the years, many high-profile safety cases have been rooted in failures of
leadership and mismanagement. Health and safety is thus a key business risk
and failure to include it in board decisions is potentially catastrophic.
Protecting the health and safety of employees or members of the public who
may be affected by an organizations activities is an essential part of risk
management and must be led by that organizations board of directors and
management team.
Furthermore, as health and safety law places duties on organizations and
employers, directors can be personally liable when these duties are breached.
So promoting and developing better health and safety performance, is both a
legal and ethical obligation of every business leader.
Lead by Example
Directors, executives and board members need to examine their own behaviour
towards SHE management, ensuring that they provide effective leadership in all
SHE matters. For guidance, the OECD publication Guidance for Senior Leaders
in High Hazard Industries* is recommended.
Make it Happen
Business leaders are also responsible for the decisions that empower positive
safety management, providing the resources to train employees, procure
equipment and improve environmental safety.
Page 3
ACCIDENTS
are just the
tip of the
ICEBERG
30 material damages...
ACCIDENTS
NEAR MISS
IN THE FUTURE
UNSAFE PRACTICES
AND CONDITIONS
Less of this
will mean less of this
AT-RISK BEHAVIOUR
ACCIDENT
For every
NEAR MISSES
UNSAFE PRACTICES
and CONDITIONS
Resulting from
AT-RISK BEHAVIOUR
ARE OVERLOOKED
prevent accidents.
Page 7
PEOPLE
ACCIDENTS
THE PLANET
THE BOTTOM LINE
Failures of Safety
do not just affect People, either
THE PLANET
[ accidents can be extremely hazardous to the environment ]
and
Page 9
Continuous Improvement
Positive safety management is an evolving process,
where improvements are planned, implemented,
continuously monitored and acted upon to maintain a safe
working environment.
Plan
Establish standards for safety management
based on risk assessment and legal requirements
Do
Act
Review objectives,
standards and the
organization in order to
take appropriate action
Implement
plans to
achieve
objectives and
standards
Check
Measure progress with plans and
compliance with standards
Page 11
Organization
Empowered leadership and an appropriate management structure
are in place for delivering the policy
Measuring Performance
Performance is measured against agreed standards
to reveal when and where improvement is needed
Page 13
Policy
A successful policy for Health and Safety will include these
common characteristics:
Accurate reflection of the values and beliefs of the organization
A genuine commitment to action
Reflect the importance of people
Clear statement of both managers and individual employees
responsibilities for health and safety
Organization
If the policy is to be realized then the organization to achieve it
must also be defined and should clarify:
Managers responsibilities
Individual employees responsibilities (see opposite)
To promote a positive health and safety culture, it is necessary to
define:
Methods of control within the organization
Means of securing co-operation between individuals, safety
representatives and groups
Methods of communications throughout the organization
Competence of individuals
Page 14
Page 16
Do
Plan
Establish goals and break down into
sub-goals where appropriate
Develop detailed action plans,
identifying who is responsible for
each and the appropriate time scale
Act
If the results do not
support the goal,
the causes must be
identified and
Corrective actions
undertaken
When the action plan
is completed, it should
be reviewed and the
lessons learned should
be used as input into
the next years plan
Management should
use all communication
channels to inform
all employees about
the goals and the
action plans, including
clarification of line
responsibility and
authority. Necessary
education and training
are provided to
achieve the plan
Check
Most activities in the plan are carried
out at the operational level. Every
month, managers check whether the
activities outlined in the plan have
been completed and the results
support the goal
Measuring Performance
Measurement is essential to maintain and
improve health and safety performance.
There are two ways to generate information on performance:
Active systems (leading indicators) which monitor the
achievement of plans and the extent of compliance to
standards, e.g. safety walks completed per plan or compliance
to work permit standards
Reactive systems (lagging indicators) which monitor accidents,
ill health and incidents e.g. lost time injury frequency rate
Effective procedures are needed to capture both kinds
of information.
Page 18
Performance Review
The aim of the review reflects the objectives of the planning
process and it needs to examine:
The operation and maintenance of the safety management
system as designed
The design, development and installation of the health and
safety management system in changing circumstances
Reviewing should be a continuous process undertaken at
different levels within the organization.
Page 20
Policy
Organization
Competence development
Processes - (Typical)
Risk assessment
Work permit
Change management
Contractor management /
working with third parties
Incident reporting and
investigation
Chemical handling
Process safety
Emergency response
Safety audit and review
Management leadership
commitment and accountability
Page 22
Audit
and Review
Measuring
Performance
Sources - see page 46
Guide Onglet
Page suivant (2 ctes)
Nimprimez pas
Risk Assessment
Work Permit
Modifications/Management of Change
Processes
Incident Reporting
Processes
Risk Assessment
Page 23
Work Permit
A work permit shall be issued for all work to be carried
out, except for low risk jobs or work carried out in
workshops.
Such exceptions from the work permit
requirement shall be listed and approved by
the site manager, and shall be carried out in
accordance with written instructions.
The work associated with the preparation
and issuing of a work permit covers:
description of the work to be carried out
review of documentation
risk assessment and assignment of
authorisation level
preparation of special permits (e.g.
excavation, confined space entry)
safe job analysis with the preparation of
safe work procedures and identification of
safety precautions.
Based on this, the work permit can be
prepared and issued. Upon completion of
the work, the work permit shall be signed off.
The work permit can only be issued by a
competent person, who is on a register of
Permit Officers maintained by each unit.
Page 24
Modifications/Management
of Change
Page 25
Incident Reporting
Incident
A sudden work related accident or near-miss, a security breach, sustained
in service.
Accident
An unintended incident which results in injury to persons and/or damage to
property, the environment, third party or which leads to production loss.
Near-miss
An unintended incident not leading to injury or damages, but which under
different circumstances could have become an accident.
Hazardous Condition
A physical condition that could lead to a near-miss or accident.
A formal and systematic approach should be available to record and then follow
up on all reported incidents. The system in use should be capable of providing
statistical information and trends to drive continuous improvement.
Page 26
Incident Investigation
and Follow Up
Page 27
Handling Chemicals
Page 28
Process Safety
Page 29
Emergency Response
Page 30
Page 31
Behaviour-based Safety
No name, no blame
This is a process that involves operational employees carrying out observations
on their peers and providing immediate feedback to those observed.
This feedback process reinforces safe behaviours and reduces at risk
behaviours, thereby reducing the exposure to risk.
The observation is carried out very openly and in a no name, no blame way and
uses a critical behaviour checklist.
This list is developed by reviewing past incidents
and using employee experience, making it
relevant to the hazards and risks that are present
at each site.
Data collected through this process is used to
analyze problems that lead to at-risk behaviours
and root causes and solutions are identified to
eliminate these.
Critical behaviour
examples include:
-- looking where you
are walking
-- keeping your eyes on
the task
-- lifting loads using legs
and not the back
-- wearing gloves and
eye/head protection
-- using a safety harness
when working at height
-- using tools that are
suitable for the task
-- using tools that are in
good condition
Page 32
Guide Onglet
Page suivant (2 ctes)
Nimprimez pas
Guidance
Housekeeping
Leader Safety Walk
Handling Chemicals
Working at Height (Fall Protection)
Lifting Operations
Fork-lift and Payloader Safety
Machinery Operation
Portable Hand and Power Tools
Manual Handling
Office Safety
Transport Safety
Guidance
Driver Safety
Guidance
Guidance
Housekeeping
Are all passage ways, escape routes and fire doors clear?
Are rubbish and other waste disposed of to the correct bins/containers?
Have potential slips, trips or falls been eliminated?
Have spills been reported and cleaned up promptly, ensuring safe
disposal of materials?
During use
After use
Is the work area clean and tidy, ready for the next use?
Are hoses, electrical cables, etc. coiled and hung up after use?
Are tools and equipment stored in designated storage places?
Remember the job is not complete until the work area is clean and tidy
Page 33
Page 34
Handling Chemicals
Is the material safety data sheet available and is the information provided
being used?
Has the potential for exposure been identified and have control measures
been taken to eliminate or reduce risk?
Have equipment and plants been made safe to work on, using a
work permit?
Nuts on flanges are slackened first on the side away from the worker
Where a joint is to be broken, the worker is positioned above rather than
below the joint
Earthing leads are used when transferring liquids and gases
Page 35
Select the right equipment and people do not make do to save money or time
Use appropriate fall protection equipment with a working platform and guard
rails wherever possible (e.g. podium steps, cherry pickers or tower scaffolds).
Special attention should be paid to working on fragile roofs.
Ladder safety
Is the ladder of the right type and length?
Is it secured at an angle of around 70 degrees?
Is it correctly positioned to avoid over-reach?
Are tool belts and/or hoist lines in use to carry equipment/materials up the
ladder?
Page 36
Lifting Operations
Have the lift method and equipment been assessed and selected by a
competent person?
Are the chosen lifting method and equipment those most appropriate for
the task?
Check that the load does not exceed the dynamic and/or static capacities
of the lifting equipment
Has the area where the lifting is taking place been isolated to prevent
persons (including those directly involved) from walking beneath the
lift area?
Page 37
Is the correct fork-lift truck / payloader being used for the task?
Is the braking system adequate and fully functioning?
Are operators, supervisors and managers adequately trained?
Lay out the site to ensure safe movement without danger to pedestrians
Remove obstructions where possible
Obstructions that cannot be removed, must be clearly marked
Have appropriate seat restraints been fitted?
Have appropriate visibility aids, such as mirrors, been fitted?
Page 38
Machinery Operation
Are all personnel trained and competent in the use of their machines and
in the identification of personal protection equipment (PPE)?
Have all guards and safety devices been checked? Has any damage been
reported and fixed?
During work
Before a machine is left, make sure that the power is always isolated
Always make sure that the power is isolated before performing any
Have good housekeeping rules been applied? Has the machine and its
surrounding area been left clean and tidy?
Page 39
Are the correct tools available and being used for their proper purpose?
Are tools inspected before use?
Are they clean and in a good condition and are all safety devices
functioning?
Are the cables and hoses of electrical and pneumatic tools undamaged?
When not in use, are the cables and hoses of electrical and pneumatic
tools put away?
Are the correct lengths of cable or hose and, where necessary, their
proper extensions available and used correctly?
Page 40
Manual Handling
Circulation
Make sure that staff members follow these simple rules as they move about
the office
Do not read while walking - it does not save enough time to justify the risk
Hold onto handrails when using stairways
Use elevators, if they are available, when carrying boxes
Do not restrict floor space and particularly walkways with boxes etc. - this
can be particularly dangerous during an emergency evacuation!
Storage
Are office and control room workers aware of the correct use of storage?
Closing one drawer in a filing cabinet before opening another prevents the
cabinet from tipping over
Close your desk drawers before getting up and close file drawers before
walking away to avoid the risk of people walking into an open drawer
Supplies should be stored inside cabinets, not on top of them, with heavy
items in lower drawers or on lower shelves
Page 42
Electrical Safety
Electrical, telephone and computer cables are all potential tripping hazards if
left lying around floor areas, particularly walkways.
Are the floor and walkways free of cables and similar hazards?
Are staff aware of these simple electrical safety rules? Do they follow
them?
Page 43
Driver Safety
Employees with heavy driving duties
Are employees with heavy driving duties (sales people, truck drivers, etc.)
trained in defensive driving?
Do vehicles used for driving duties comply with national requirements for
safety controls?
Is driving part of the annual appraisal for those with heavy driving duties?
Is unsafe driving reacted upon?
For car hire, the recommended type of car is medium size (category C).
Always consider whether alternative means of travel can be used, e.g. by
train.
Talking on the mobile phone while driving should be avoided as far as
possible, and should be limited to receiving calls of short duration. Only
hands-free mobile phones shall be utilized.
Keep your distance to the vehicle in front.
If tired, take a break. Consider staying overnight in a hotel rather than driving
at nighttime.
Driving under the influence of alcohol is a criminal offense. Also be aware of
side effects in case of taking drugs for medical reasons. Take a taxi instead
or hire a professional driver.
When in countries where you are unaccustomed to the driving culture,
consider hiring a professional driver.
For security reasons, consider whether driving at night is safe.
Page 44
Transport Safety
Supplier
Ensure that the purchase contract includes provision for the following safety
protocols:
Transport
Transporters need to meet the following safety criteria:
Customer
The sales contract must make provision for:
Page 45
Acknowledgments
The IFA Secretariat would like to thank the Convenors of the
publications task force, Mr. Hash Navsaria (Yara International) and
Mr. Yasser Rahim (Gulf Petrochemicals Industries Co.), for their
significant contribution and editorial support. IFA would also like
to thank the members of its working group on safety, health and
environment/SHE for their contributions to this publication, as well
as Mr. Guy Butters from Elsewhere Communications for his design
and editorial support.
Coordination: Mr. Volker Andresen, Director,
Technical & SHE Committee, IFA
Graphic design: Elsewhere Design & Communications (France)
Sources
Leadership and Commitment, page 2/3
Based on Why Leadership is Important by the Health and Safety
Executive (United Kingdom) with quotes from health and safety
leaders in the public and private sectors from the same source.
Source: http://www.hse.gov.uk/leadership/whyleadership.htm
Further Information
Additional Copies of this Handbook
Additional copies of this Safety Handbook are available to
IFA member organizations and may be ordered by e-mail:
publications@fertilizer.org, or telephone: +33 1 53 93 05 00.
Furthermore, a downloadable PDF version is available through the
Technical section of the web site: fertilizer.org.
Training Support
IFA is committed to supporting its members in their efforts to
improve safety standards. If you are seeking help in developing
safety training, please contact IFA to find out what support is
available. PowerPoint training support presentation material is
available from the Technical section of the web site: fertilizer.org
Page 46
maintaining a healthy work place for all employees and contractual staff.
3 All members shall ensure that safety, security, health and environmental issues are
integrated into their corporate policy and receive the utmost importance and priority.
4 All members shall ensure adequate financial and human resources for continual
security, health and the environment are not jeopardized at any time or in any form.
8 All members shall ensure that all employees and contractual staff have the right
competence and are adequately trained and informed about safety, security, health
and the environment related to their specific activities, and shall encourage the
participation of employees and contractual staff for further improvements.
9 All members shall adhere to the principles of hazard and risk assessment in evaluating
all their activities to ensure that safety, security, health and environmental standards
are continually enhanced.
10 All members shall strive to subscribe to safety, security, health and environmental
related to safety, health and the environment with all employees and contractual staff,
and with other IFA members, unless there are legal constraints or if the information is
of proprietary nature.
12 All members shall strive to continually promote safety, security, health and
28 rue Marbeuf
75008 Paris France
Tel: +33 1 53 93 05 00
Fax: +33 1 53 93 05 45/47
ifa@fertilizer.org
www.fertilizer.org